Karthikeyan Gurusamy

• Built a scalable PMO planning framework from the ground up—governing 20+ concurrent project packages, establishing the integrated master schedule as the single contractual reference point for all contractors and 20+ stakeholders, and creating a repeatable best practice that eliminated fragmented reporting across the portfolio.
• Drove a measurable 5% improvement in on-time milestone delivery within one year by using Primavera P6 critical-path analysis to surface schedule risk 2–4 weeks ahead of deviation, enabling recovery actions before milestones slipped across hospitality, healthcare, education, and residential.
• Coached and enhanced the 3-engineer planning team—embedding consistent scheduling standards, knowledge-sharing protocols, and quality review processes that raised the capability of the entire planning discipline and reduced errors in contractor-submitted programmes—a scalable solution the team continues to own independently.
• Translated complex schedule data into simple, actionable reports — delivering weekly and monthly performance dashboards to 5 senior stakeholders and C-suite decision-makers, with clear critical-path variances and recovery strategies that empowered project directors to act decisively rather than reactively.
• Identified and mitigated schedule risks through regular risk registers and early-warning reports presented to board-level stakeholders—challenging project teams candidly and influencing them to adopt the best approach, even in resistance, protecting programme integrity across seven simultaneously active packages.
• Educated and improved contractor-side teams on planning discipline best practices—building their understanding of integrated scheduling, milestone governance, and contractor programme assessment, raising their capability to hold contractors to account independently.
• Aligned 20+ contractor schedules to strategic objectives across all delivery phases—design, procurement, and construction—conducting regular site visits to verify physical progress against the programme and flagging compliance gaps before they became contractual issues.

Key Projects (SAR 2B+ Projects):

• 13 Linear Studios & Management Residential Buildings — SAR 439M - High-density residential
• Turtle Bay Canteen — SAR 234M - Hospitality/F&B
• Village Centre & Neighborhood Centre — SAR 164M - Mixed-Use
• Operators Administration Facility & Training Centre — SAR 149M | Turtle Bay School — SAR 131M
• Central Sports Club & Beach Club — SAR 60M | Turtle Bay Signage
• Turtle Bay Hospital — SAR 432M - Healthcare, complex building
• Turtle Bay Canteen - Hospitality/F&B
• Village Centre & Neighborhood Centre - Mixed-Use
• Operators Administration Facility & Training Centre | Turtle Bay School
• Central Sports Club & Beach Club | Turtle Bay Signage
• Turtle Bay Hospital — Healthcare, complex building

• Won QAR 10.41M in approved EOT claims—294 days of extension—on a single contract, through rigorous delay analysis (TIA / Window Analysis) and contract-aligned time impact assessments, fully eliminating liquidated damages exposure and demonstrating the commercial acumen and discipline expertise the role demands.
• Implemented a real-time KPI and performance monitoring system within 6 months of joining, covering all 8 projects from day one—S-curves, look-ahead schedules, and earned value tracking, replacing fragmented ad hoc reporting and giving project directors live schedule-variance visibility as a scalable, repeatable solution across the entire portfolio.
• Built a 3-engineer planning team from zero over 2 years, coaching planners to independently own progress updates and schedule reporting—reducing senior-level routine involvement by ~40% over 2 years, creating strategic capacity for commercial work and complex delay analysis.
• Completed 4 of 8 projects within 5% of original contractual baseline, maintained through Primavera P6 baseline programmes, revision schedules, and recovery plans developed for all project phases—demonstrating the scheduling discipline and recovery planning capability to make complex construction projects deliver to near perfection.
• Managed planning and scheduling across a QAR 1.8B+ multi-typology portfolio, spanning international schools, hospitality renovation, healthcare, and infrastructure—sustaining consistent scheduling standards and actionable reporting across all project types with no dedicated planning infrastructure at the outset.
• Served as primary interface across clients, consultants, and contractors, resolving complex contractual and technical disputes without escalating formal proceedings, influencing stakeholders at all levels through clear, evidence-based communication and the credibility of a well-maintained, defensible programme.
• Identified and tracked project risks and constraints throughout all delivery phases, implementing proactive mitigation measures that protected programme dates on projects operating in constrained sites and resource environments—challenging teams candidly to prioritise the plan over short-term convenience.

Key Projects (QAR 1.8B+ Projects):

• PPP Schools Development Programme (8 Schools) QAR 663M (Large-scale building programme)
• ACS Doha International School — QAR 213M (Complex building, international fit-out)
• Somerset Apartments Renovation — Katara Hospitality — QAR 119M (Hospitality)
• Ras Laffan Joint Forces Building, Qatar Energy — QAR 177M
• Ashghal 3 Schools — QAR 199M | Health Centre at Al Shamal — QAR 144M
• Internal Security Force Camp — QAR 100M | Qetaifan Island North Infrastructure — QAR 277M

• Organised planning deliverables across all disciplines and produced performance reports for senior management — providing the actionable schedule intelligence that enabled proactive decision-making on live projects.

• Directed 6 subcontractors and 2 structural consultants on one of Riyadh’s most high-profile mixed-use developments—tracking construction progress against schedule, preparing look-ahead programmes, and maintaining work fronts according to project milestones during peak execution phases on a complex high-rise programme.
• King Abdullah Financial District — SAR 900M (Mixed-use high-rise development)

• Delivered a major industrial complex 2 weeks ahead of schedule, earning the company Quality Award—overseeing construction programme management, resource forecasting, labour billing, material procurement, and quantity estimation matched to management targets, demonstrating the disciplined engineering foundation that underpins senior planning leadership.
• ITC Limited Industrial Complex — INR 1.10B

• Drove on-site efficiency by coordinating 6+ subcontractors and overseeing quantity control, resulting in 2 phases completed ahead of schedule and a proven capability in complex construction project planning.
• OLYMPIA IT Park — INR 1.50B

• Ensured adherence to quality, cost, and time objectives (QCT)—establishing the site-level discipline and construction awareness that informs a rigorous approach to planning across all project phases.
• Employee Care Centre — INR 1.10B